30 • Rotman Magazine Spring/Summer 2006 There is growing recognition that fostering a culture of innovation is critical to success, as important as mapping out competitive strategies or maintaining good margins. A recent Boston Consulting Group sur- vey covering nearly 50 countries and all sorts of businesses reported that nine out of ten senior executives believe generating growth through innovation is essential for success in their industry. Having optimized operations and finances, many companies are now recognizing that growth through innovation is their best strategy to compete in a world marketplace in which some of the players may have lower-cost resources. Whether you sell consumer electronics or financial services, the frequency with which you must innovate and replenish your offerings is rapidly increasing. The ten innovation personas described here are not necessarily the most powerful people you will ever meet; they don’t have to be, because each persona brings its own tools, its own skills, its own point of view. In a post-disciplinary world where the old descriptors can be constraining, these new roles can empower a new generation of inno- vators. They give individuals permission to make their own unique contribution to the social ecology and performance of the team. Make sure these ten personas have a place in your organization. Together you can do extraordinary things. The Learning Personas The first three personas are driven by the idea that no matter how successful a company currently is, no one can afford to be complacent. 1. The Anthropologist brings new learning and insights into the organization by observing human behaviour and developing a deep understanding of how people inter- act physically and emotionally with products, services, and spaces. Anthropolo- gists practice the Zen principle of ‘beginner’s mind’. Even with extensive educational backgrounds and lots of expe- rience in the field, these people seem unusually willing to set aside what they ‘know’, looking past tradition and even their own preconceived notions. If you want fresh and insightful obser- vations, you have to be innovative about where and how you collect those observa- tions. For instance, let’s say you want to gain insight into improving a patient’s expe- rience in a busy hospital. Ask the doctors or nurses? Talk to lots of patients? Circulate a thoughtfully prepared survey? All of these approaches sound reasonable, but IDEO’s Roshi Gvechi opted for a more radical The right project at the right time can spark a culture of innovation that takes on a life of its own. Here are ten types of innovators that can make it happen. by Tom Kelley ROT022 Rotman Magazine Spring/Summer 2006 • 31 technique. Roshi, who has a background in film and new media, decided to bring a video camera right into the hospital room. With the permission of the patient and hos- pital staff, she and her camera essentially moved in with a woman undergoing hip- ...

1. 30 • Rotman Magazine Spring/Summer 2006
There is growing recognition that fostering
a culture of innovation is critical to success,
as important as mapping out competitive
strategies or maintaining good margins. A
recent Boston Consulting Group sur-
vey covering nearly 50 countries and all
sorts of businesses reported that nine out of
ten senior executives believe generating
growth through innovation is essential for
success in their industry. Having optimized
operations and finances, many companies
are now recognizing that growth through
innovation is their best strategy to compete
in a world marketplace in which some of
the players may have lower-cost resources.
Whether you sell consumer electronics or
financial services, the frequency with
which you must innovate and replenish
your offerings is rapidly increasing.
The ten innovation personas described
here are not necessarily the most powerful
people you will ever meet; they don’t have
to be, because each persona brings its own
tools, its own skills, its own point of view. In
a post-disciplinary world where the old
descriptors can be constraining, these new
roles can empower a new generation of inno-
vators. They give individuals permission to

2. make their own unique contribution to the
social ecology and performance of the team.
Make sure these ten personas have a
place in your organization. Together you
can do extraordinary things.
The Learning Personas
The first three personas are driven by
the idea that no matter how successful a
company currently is, no one can afford to
be complacent.
1. The Anthropologist brings new learning
and insights into the organization by
observing human behaviour and developing
a deep understanding of how people inter-
act physically and emotionally with
products, services, and spaces. Anthropolo-
gists practice the Zen principle of
‘beginner’s mind’. Even with extensive
educational backgrounds and lots of expe-
rience in the field, these people seem
unusually willing to set aside what they
‘know’, looking past tradition and even
their own preconceived notions.
If you want fresh and insightful obser-
vations, you have to be innovative about
where and how you collect those observa-
tions. For instance, let’s say you want to
gain insight into improving a patient’s expe-
rience in a busy hospital. Ask the doctors or
nurses? Talk to lots of patients? Circulate a
thoughtfully prepared survey? All of these

3. approaches sound reasonable, but IDEO’s
Roshi Gvechi opted for a more radical
The right project at the right time can spark a culture of
innovation that takes on a life of its own. Here are ten
types of innovators that can make it happen.
by Tom Kelley
ROT022
Rotman Magazine Spring/Summer 2006 • 31
technique. Roshi, who has a background in
film and new media, decided to bring a
video camera right into the hospital room.
With the permission of the patient and hos-
pital staff, she and her camera essentially
moved in with a woman undergoing hip-
replacement surgery. Roshi set up her
video camera in the corner to run a few
seconds every minute for 48 hours straight.
To get the full experience firsthand, she
stayed in the room herself for two days,
occasionally squeezing in a catnap in a
reclining chair next to the bed.
After seeing the video and talking to
Roshi, I’m convinced that we’re just scratch-
ing the surface for this novel technique. My
advice is to pull out your video camera or
find someone with a cinematographer’s
bent. What if you set up a camera to record
the activity in a retail store? A factory floor?

4. Your offices? Not to spy on your staff, but to
gain a better understanding of the ebbs and
flows of your customers and your business.
The next time you’re looking for new dis-
coveries, instead of holding a focus group,
why not focus a lens on real customers,
gaining insight into how they interact with
your products, your services, your spaces.
Picking up on their smallest nuances can
offer tremendous opportunities.
2. The Experimenter prototypes new ideas
continuously, learning by a process of
enlightened trial and error. Taking calcu-
lated risks to achieve success through a
state of ‘experimentation as implementa-
tion’, this second persona may be the most
classic role an innovator plays. Great inven-
tors come to mind when we think of
experimenters, people like da Vinci and
Thomas Edison. But when it comes to
innovation, Experimenters don’t need to
be geniuses.What they share is a passion for
hard work, a curious mind, and an open-
ness to serendipity. Like Edison, they strive
for inspiration but never shy away from
perspiration. Few people stop to consider
where the name for the ubiquitous spray
lubricant WD-40 came from, but it actually
refers to the 39 failed experiments in com-
ing up with the perfect water-displacement
formula before the company finally
achieved success.

5. Experimenters love to play, to try dif-
ferent ideas and approaches. They make
sure everything’s faster, less expensive, and
hopefully more fun. Experimenters
embrace little failures at the early stages to
avoid big mistakes later on.They work with
teams of all shapes and sizes. They invite in
colleagues, partners, customers, investors,
even kids to try out their works-in-process
– all the possible stakeholders who might
have insights that could make the prototype
better. Experimenters delight in how fast
they take a concept from words to sketch,
to model, to a successful new offering.
3. The Cross-Pollinator explores other
industries and cultures, then translates
those findings to fit the unique needs of
your enterprise. Cross-pollinators can cre-
ate something new and better through the
unexpected juxtaposition of seemingly
unrelated ideas or concepts. They often
innovate by discovering a clever solution in
one context or industry, then translating it
successfully to another. For example, it was
a Cross-Pollinator who transplanted the
idea of a piano keyboard from the musical
world to create early manual typewriters in
the business world, which of course
evolved step by step into the electronic
keyboards we all use today. Computer pio-
neers got the idea for IBM punch cards –
and arguably even the digital computer
itself – from a punch-card system for weav-
ing complex fabric patterns on a silk loom.

6. In the corporate world, you can usually
spot people in Cross-Pollinator mode:
they’re the traveler who ranges far and
wide for business and pleasure, returning
to share not just what they saw but also
what they learned; the voracious reader
devouring books, magazines, and online
sources to keep themselves and the team
abreast of popular trends and topics. Well
rounded, they usually sport multiple inter-
ests that lend them the experience
necessary to take an idea from one business
challenge and apply it in a fresh context.
Organizing Personas
The next three personas are organizing roles,
played by individuals who are savvy about
the often counterintuitive process of how
organizations move ideas forward.
4. The Hurdler knows the path to innova-
tion is strewn with obstacles and develops a
knack for overcoming or outsmarting those
roadblocks. Hurdlers get a charge out of
trying to do something that’s never been
done before. They know that you don’t
always have to tackle a challenge head-on if
you can find a way to sidestep it.
Shortly after Toyota launched its new
Lexus brand in the U.S., the automaker had
a quality issue that was a borderline recall
problem. I can imagine someone advocating
‘the voice of reason’ and suggesting that the

7. company suppress the issue or try to smooth
it over quietly. Instead, they contacted every
Lexus owner and informed them of the
issue. And what they did next was to flip the
situation. To minimize any inconvenience,
they sent a technician to owners’ homes and
offices to do a diagnostic and – if necessary
– a repair on-site.While they were at it, they
cleaned the cars, something which has
become a part of the Lexus formula ever
since. As far as I know, the idea of making
house calls to every Lexus owner was
unprecedented in the history of the automo-
tive industry. Instead of damaging the brand,
the inspection program gave every Lexus
owner the chance to brag about the extraor-
dinary service that came with their new car.
This turned into a key part of their long-
term strategy to build a luxury brand from
scratch and raise it to #1 in customer satis-
faction.
We all know a Hurdler when we see
one, the kind of tireless problem-solver
who overcomes obstacles so naturally that
In a post-disciplinary world where the
old descriptors can be constraining,
these new roles can empower a new
generation of innovators.
32 • Rotman Magazine Spring/Summer 2006
sometimes it seems as if they weren’t even

8. there. Hurdlers can be savvy risk takers,
and are often the most street-smart mem-
bers of your team. Breaking rules comes
naturally, and they know how to cleverly
work outside the system. Give them a con-
straint, a tight deadline, a small budget, and
they’re likely to excel.
5. The Collaborator helps bring eclectic
groups together, and often leads from the
middle of the pack to create new combina-
tions and multidisciplinary solutions.
Collaborators stir up the pot. They bring
people together to get things done, and are
proactive cross-trainers, willing and able to
leap organizational boundaries to coax us
out of our silos. When energy or enthusi-
asm flags, there is no better cheerleader.
The Collaborator is that rare person who
truly values the team over the individual,
and project accomplishments beyond indi-
vidual achievements.
Just down the street from IDEO’s Palo
Alto campus is a Whole Foods supermar-
ket. Whole Foods’ rise is more than simply
the tale of a well-designed store or the
growing popularity of wellness and health-
ier foods. By challenging conventional
wisdom about labour and management, the
chain is literally offering a new way to man-
age a labour-intensive business. In an
industry plagued by razor-thin margins, the
company earned nearly $200 million in
profit over the last two years.

9. One of the secrets to Whole Foods’
success is the collaborative model that per-
meates the operation. While the big chains
have plenty of managers and clerks, Whole
Foods generates more creative, engaged,
project-oriented teams. Each store has eight
in-house teams, and each does its own hir-
ing. New employees are hired by the bakery
team, the seafood team, or whatever group
they’re joining. A month after you’re hired,
two-thirds of your fellow employees must
vote to keep you on. In other words, you’ve
got to pull your weight. And like the best
project teams everywhere, the Whole Foods
functional groups have a lot of say in every-
thing from what they stock in their area to
how they display the food. Increased sales
and profits for a team translate into extra
compensation for members. The lesson
from Collaborators is simple: transform the
work of your organization into projects
headed by teams. Give them a powerful
role in their work. You’re bound to reap
positive results.
6. The Director not only gathers together a
talented cast and crew, but also helps to
spark their creative talents. You know the
Director: she’s the person mapping out the
production, crafting the scenes, bringing
out the best among actors and actresses,
getting it done.
One standout Director among the
clients I’ve met in the past few years is Clau-

10. dia Kotchka, vice president of design,
innovation, and strategy at Procter &
Gamble, who was recently described in For-
tune magazine as “the most powerful design
executive in the country.” Reporting directly
to CEO A. G. Lafley, Claudia is part of
P&G’s new secret formula for success. She’s
adept at playing the Anthropologist and Col-
laborator roles, but her true calling is as a
Director. She uses sheer force of personality
to coax, cajole, and corral people into seeing
things her way. Among many other initia-
tives, she helped set up a corporate
innovation fund and then asked managers in
P&G’s global business units to suggest “prob-
lems worth solving” – the kind of things that
kept them up at night. She rejected 90 per
cent of the proposals, mostly because she
considered them “not hard enough,” but
ended up with a great list of projects to move
forward on collectively. We think P&G has
created an innovation-driven strategy that’s
bound to produce results.
Directors are unlike all the other per-
sonas because their main purpose is to
inspire and direct other people, developing
chemistry in teams, targeting strategic
opportunities, and generating innovation
momentum. There’s an old adage in Holly-
wood that “directing is 90 per cent casting.”
Great Directors build a team of people who
need little direction and can lead by exam-
ple themselves.

11. The Building Personas
The four remaining personas are
building roles that apply insights from the
learning roles and channel the empower-
ment from the organizing roles to make
innovation happen.
7. The Experience Architect designs com-
pelling experiences that go beyond mere
functionality to connect at a deeper level
with customers’ latent or expressed needs.
Their experiences stand out from the crowd.
They keep you from being relegated to the
commodity world, where price is the only
point of comparison. They engage your
senses, incorporating tactile sensations,
orchestrating the clever use of sound, search-
ing for opportunities to add smell or taste.
One way to get started in this role is to
look at every aspect of your business and ask,
“Is this ordinary, or at least slightly extraor-
dinary?” Experience Architects fend off the
ordinary wherever they find it, fighting
against the forces of entropy and commoditi-
zation. Asking this question is a remarkably
simple and effective approach: how’s the
experience of calling your customer-service
line – ordinary or extraordinary? What’s the
experience of a first-time customer? You can
also apply this methodology to the experi-
ence inside your company. How tasty is the
menu when your hot project team has a
noontime meeting: ordinary or extraordi-

12. nary? How extraordinary is the first day as a
new employee? Ask FedEx, Callaway Golf,
or JetBlue Airlines, or any of a hundred
other companies who shook loose of the
ordinary and realized extraordinary returns.
We all know a Hurdler when we see
one: the kind of tireless problem-solver
who overcomes obstacles so naturally
that sometimes it seems as if they
weren’t even there.
Rotman Magazine Spring/Summer 2006 • 33
8. The Set Designer creates a stage on
which innovation team members can do
their best work, transforming physical envi-
ronments into powerful tools to influence
behaviour and attitude. Companies like
Pixar and Industrial Light & Magic
recognize that the right office environments
can help nourish and sustain a creative cul-
ture. When a business team doubles its
usable output after reinventing its space and
a sports team discovers a renewed winning
ability in a brand-new stadium, they are
demonstrating the value of the Set Designer.
We all know lousy spaces when we see
them, yet all too many companies keep
churning them out. Oh, we’ve got comput-
ers and mobile phones and networked
printers, but the space rarely sings.
When Procter & Gamble decided it

13. needed a special place to nurture fresh new
initiatives, we helped them design a space
they call The Gym, a 10,000-squarefoot
innovation center. One key decision was to
build The Gym in a location near the major-
ity of P&G Cincinnati employees – in other
words, they wanted an ‘off-site’ to be built
‘on-site’. Three large learning areas called
Initiative Spaces feature an open design with
easily movable furniture, lots of low-tech
surfaces to write on, and stick-up Post-its
for shoulder-to-shoulder collaboration. The
Gym is a blend of the ultramodern and the
casual – there’s an informal café and the lat-
est in information and display technology.
P&G sees The Gym as a place where teams
can collaborate and ideate, not just about
new products and services but also about
the process of innovation that keeps it ahead
of the curve. Look around your organiza-
tion. Do you have a lot of dull hallways? Is
there something simple you could do to
increase spontaneous interaction and
relaxed collaboration?
9. The Caregiver builds on the metaphor of
a health care professional to deliver cus-
tomer care in a manner that goes beyond
mere service. Good Caregivers anticipate
customer needs and are ready to look after
them. When you see a service that’s really
in demand, there’s usually a Caregiver at
the heart of it. A wine shop that teaches its
customers how to enjoy the pleasures of
wine without ever talking down to them is
demonstrating the Caregiver role. The

14. Caregiver is the foundation of human-pow-
ered innovation.
We all crave a good Caregiver. Why
else would personal trainers be so popular?
Why are some hairdressers in such high
demand? Think of that great waitress or
restaurant owner who shines attention upon
you – the Caregiver who makes you feel
you are the only customer in the room.
Caregivers take extra pains to understand
each individual customer.Why? Because the
best care is geared to personal interests and
needs. Small variations can be the difference
between making you feel like you have “spe-
cial customer status” or, conversely, like a
“customer unit” being processed by a bland
service machine. Caregivers know that
many services can be made simpler and a
lot more human.
10. The Storyteller builds both internal
morale and external awareness through
compelling narratives that communicate a
fundamental human value or reinforce a
specific cultural trait. Companies from
Dell to Starbucks have lots of corporate
legends that support their brands and build
camaraderie within their teams.
Medtronic, celebrated for its product
innovation and consistently high growth,
reinforces its culture with straight-from-
the-heart storytelling from patients’
firsthand narratives of how the products

15. changed – or even saved – their lives.
Brand-savvy modern organizations also
know how to tell a good story.They capture
our imagination with compelling narratives
of initiative, hard work, and, yes, innova-
tion. Whether we consciously realize it or
not, businesses are constantly telling stories
to their customers, their partners, and
themselves.There’s the story of a great col-
laboration, the story of a novel product or a
full-bodied service – even the classic tale of
a great venture launched in a garage. Sto-
ries persuade in a way that facts, reports,
and market trends seldom do, because sto-
ries make an emotional connection. The
Storyteller brings a team together. Their
work becomes part of the lore of the organ-
ization over many years.
No matter how small or large your
company, the organization is constantly col-
lecting and spreading stories about your
business, your values, and your achieve-
ments. Mythic stories endure because they
become shared symbols. Passed along from
person to person and generation to genera-
tion, the best myths have a ring of
authenticity and tell an underlying truth.
Think about the myths you tell, and always
strive for authenticity.
In Closing
As you get to know these ten personas, keep

16. in mind that they’re not inherent personal-
ity traits or ‘types’ that are permanently
attached to one individual. They are avail-
able to nearly anyone on your team, and
people can switch roles, reflecting their
multifaceted capabilities.These personas are
about being innovation, rather than merely
doing innovation. Taking on one or more of
the roles is a conscious step toward becom-
ing an innovator in your daily life.
This isn’t about a competition between
the individual innovation roles: it’s about a
team effort to expand the overall potential
of your organization. The right innovation
project at the right time can spur a com-
pany-wide movement, generating an
afterglow that permeates the workplace –
sparking a culture of innovation that takes
on a life of its own.
This is an excerpt from The Ten Faces of Innovation: IDEO’s
Strategies for Beating the Devil’s Advocate & Driving
Creativity
Throughout Your Organization (Doubleday, 2005). Tom Kelley
is also the author of The Art of Innovation (Currency, 2001).
He is general manager of world-renowned design firm
IDEO, which was founded by his brother, David. He lives in
Silicon Valley, California.
Stories persuade in a way that facts,
reports, and market trends seldom
do, because stories make an
emotional connection.
<<

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35. >> setpagedevice
CREATIVELY CONFIDENT GROUPS
While unlocking our own individual creative potential generates
positive impact on the world, some changes require a collective
effort. You need teamwork—the right combination of leadership
and grassroots activism—to achieve innovation at scale. Change
within organizations and institutions is seldom a solo activity.
If you want your team to innovate routinely, you’ll need to
nurture a creative culture.
Take, for example, the cultural transition at Intuit shepherded
by its vice president of design innovation, Kaaren Hanson. Back
in the 1980s, Scott Cook had founded Intuit based on simplicity,
beginning with its flagship Quicken product and expanding into
now-familiar software programs like QuickBooks and
TurboTax. But eventually the company’s growth slowed, and its
executive leadership realized Intuit needed to go beyond
incremental improvements to create breakthroughs. So Scott
asked Kaaren—a young design director at the time—to help him
reinvigorate the cycle of growth and innovation that had fueled
the company’s dramatic rise in its early days.
Looking for new tools, she took a course on customer-focused
innovation at the d.school and learned about the principles
described in this book. Kaaren also brought together ideas from
such influential business thinkers as Geoffrey Moore, Fred
Reichheld, and Clayton Christensen. The result was a way
forward that the company called “Design for Delight”—referred
to internally as D4D. For the employees at Intuit, design for
delight means “evoking positive emotion by going beyond
customer expectations in delivering ease and benefit so people
buy more and tell others about the experience.” Among the
principles are: 1) deep customer empathy; 2) going broad to go

36. narrow (i.e., seeking many ideas before converging on a
solution); and 3) rapid experiments with customers.